Bosses overlook organisational focus in AI adoption

As the pace of AI adoption speeds up across the world, organisations are ramping up their investments into AI training and enablement for employees, but may be turning a blind eye to the impact that actually makes. A new study from global professional services firm Gallagher shows that two-thirds of firms have delivered AI training to staff – however, less than half have conducted assessments for returns on those investments.

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The pressure is on from investors to see a return on the mounting sums they have poured into AI technology. As a growing body of evidence shows that while three-quarters of business leaders – ranging from managers and directors to C-level executives and owners – are using AI tools in their organisations, the vast majority are yet to see the benefits they had hoped for.

As they look to turn that tide, and appease pressure from stakeholders, bosses are ensuring that more and more of their staff receive the training they believe is required to make the most of AI. A poll from Gallagher found to that end that 62% of global businesses have already delivered AI training to employees, while 55% have hired for AI-focused roles.

Governance is also becoming a key priority, with 56% of organisations already communicating their AI strategy to employees. As AI becomes widespread, companies are moving to support their employees with targeted training that supports role specific requirements.

As a result, the findings of interviewing 1,200 global businesses seem clear to Gallagher. The firm asserts that “companies must take a measured approach to ensure that the pace of AI adoption is supported with the right training, enablement and governance frameworks.”

Ben Warren, managing director of people data, AI and innovation at Gallagher said, “For many global companies, AI is no longer in the test phase. It’s in the workplace, shaping strategy and powering productivity. Training programs are on the rise, equipping employees for a future where human ingenuity and AI agents will work hand in hand. We know what AI can do, and the potential is undeniable. It can handle repetitive and manual tasks, freeing employees to spend less on menial work and more on what really matters: creative ideation and meeting clients.”

Business leaders are already extolling the perceived benefits of their changes. The poll found that 86% of bosses felt AI had had a positive impact on employee performance – rising from 76% a year earlier. However, that may not tell the whole story – and may in fact mask a serious shortcoming when it comes to genuinely making the best of AI.

A great deal of research has also shown that leaders may over-estimate the impact the technology already has – while doing little to actually prove that return on investment. In this case, Gallagher found that only 44% have conducted AI impact assessments related to AI use – begging the question how 86% can be so confident of its effectiveness – while just 43% of organisations have introduced formal AI risk management frameworks, highlighting a considerable gap between adoption and oversight – and again suggesting that the load of adoption is mostly being placed on employees, rather than delivered via a holistic, firm-wide approach.

Warren added, “These findings suggest that governance frameworks are still catching up with the pace of adoption. As organisations scale their use of AI, risk oversight and clear policies will become increasingly important. Overall, the long-term value of AI will depend on combining technological efficiency with human creativity, judgment and trust.”